From Brand Vision to Brand Evaluation by Leslie de Chernatony

Author:Leslie de Chernatony
Language: eng
Format: mobi
Publisher: Taylor and Francis
Published: 2010-07-14T14:00:00+00:00

average yearly increases in net income;

average yearly return on investment; and

average yearly increases in share price.

They were critical of the strong culture–performance theory. While everyone in a firm may be adhering to the same values, these may be inappropriate and everyone in the firm would be following the same path to oblivion. They reported correlations between culture strength and measures of long-term economic performance between 0.26 and 0.46. While this shows a positive, albeit modest relationship, it is too much to claim that strong cultures create excellent performance.

Kotter and Heskett (1992) argued that if a firm has a strong culture, it is a valuable asset only if it is appropriate for its environment. An organisation may have a strong bureaucratic culture, but if the market is one which is characterised by rapid innovation, the culture–environment fit will be poor and the firm unlikely to be achieving high performance levels. Jackson (1997) conceptualised this argument neatly in the matrix shown in Figure 5.9.

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